The E-commerce Leader

[00:00:00] Michael: We should not be making arbitrary decisions. If going to do something more than once with your business, rather, it’s going to do something more than once.
[00:00:05] You should have a framework for decision-making. And to the extent that you’ve got a clear framework, you can hand it off. And to the extent that you haven’t, it’s really hard to hand it off.
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[00:01:15] Jason: Time is the most precious gift we have in life. So it stands to reason that the wisest e-commerce operator is the one who manages time most efficiently. That includes his or her personal time in the business, as well as the minimum time required by the team to hit revenue goals. In this episode, we’re going to share 10 techniques for optimizing, for time to reduce the total amount of time it takes to run your e-commerce business.
[00:01:45] Michael. Are you ready to jump into this fun
[00:01:47] Michael: topic? Absolutely. I think it’s a fantastic topic. It’s a really positive one. Because, we will have 24 hours a day. So in a way you can manage your time as well as Jeff Bezos or Elon Musk or anyone else. Oh, okay. You can probably, in theory you could, whereas money is a legitimate, it’s a constraint that we think we don’t have other people do and so forth.
[00:02:04] So it’s a really great one across the board, whether you’re a billionaire or just starting out, I’m a really massive fan of this. And the last time I coached somebody who is doing a couple of million dollars a year, actually in American client, this is the, exactly the topic we talked about the time before last, actually in order to buy him time to implement the bigger picture stuff.
[00:02:20] So it’s a fantastic topic.
[00:02:22] Jason: Love it. Yeah, totally agree. A lot of the clients that we work as well are sort of in this lifecycle of thinking through what their exit will be for their business. And of course it comes down to this. It always comes down to this topic. What is your personal time required in the business?
[00:02:36] Well, if you sell your business, even if you’ve got, you know, find a buyer who says, yes, I’ll give you a pile of money. You know, you’ve got to have that machine running without you. And, and think through how could it work without your personal time and then the reality, you know, associated with the cost of your time.
[00:02:51] So, yeah, this is a valuable topic for many, many reasons. I think for our coaching clients that we work and for our whole community. Yeah,
[00:03:00] Michael: I absolutely agree. So, but nevertheless, it’s interesting that you hit on this topic of the day. We were going to discuss something different and then this came out for you.
[00:03:07] So what, what is behind the, you know, the choice of topic? What, what is interested you or peaked your interest?
[00:03:18] Jason: Sorry. I’d like you Jason, to quote clubber Lang from Rocky three. Yeah, the, the, you know, this is a hard, this is a hard topic, isn’t it? And so all of us have our personal challenges related to this. I want to get better at this, and it’s a good time of the year for us to think through what is our personal time commitment for our businesses and for the amount of money we received from them.
[00:03:41] And if you don’t need more money from your business, then you probably want to put less time into your business. I mean, it’s sort of mathematical in a way, you know, if you’re happy with your net profit, then the only other thing to fiddle around with is how much time you spend to make that net profit and sort of, you know, that the time that’s the investment mindset, I think for time, that’s why I labeled this reducing the time cost.
[00:04:04] Yeah. And I think if we think about the time cost, yes, is it, an expenditure? That, that’s the thinking that I kind of went into this today.
[00:04:11] Michael: I like that a lot. And I think that relates to the metric by James Schramko, which is EHR effective, hourly rates. So to your point, if you want to keep your happy with your profits and you want to put less few hours in per week, then that increases your effective hourly rate, either profit per hour of your personal time that you put into a business.
[00:04:27] And that I really think also the whole laptop on the beach kind of lifestyle, which is usually used to sell pretty much any kind of business opportunity things since the Dawn of the internet, has a validity behind it, in that what it’s implying is, that you can have income coming in without putting excessive time and energy.
[00:04:43] And, and, and that’s obviously to a degree, a myth, but we can start to get a lot closer to that than most of us do. So. Absolutely. Yeah. So, so what’s the starting point for this? You, you, there’s a specific turning point that I think you mentioned to me before you went on that. Well,
[00:04:57] Jason: everything in my e-commerce life boils down to, I think, two books, to be honest, maybe three, okay.
[00:05:03] Maybe four, but the top, the top of the list is the four hour workweek by Tim Ferriss. When, when I was a maniac nine to five employee driving around San Francisco bay area, I was the executive director for a charity and I would literally drive three or four hours for one conversation with a major donor, you know, and if, you know, and if that makes sense for the effort you driving down to the Googleplex to talk to a Google employee about their charitable giving, that could make a lot of sense, but, but I would still drive like a maniac.
[00:05:36] And so the, you know, I listened on the audio edition of the four hour workweek I listened on, on that book or listened to it, I would say probably. 30 times over two years. I mean, I just listened to it over and over. I can recite that book. And so one of the elements of the book that he talks about his structure is called deal, a DEA, L N and M, but he also talks about this book, and this idea called Parkinson’s law.
[00:06:02] And I went, and after a few years I found that book on eBay or somewhere it’s an oldie, you know, like printed, like in the fifties or whatever. And this was a PR business professor. And so this Parkinson’s law thing sort of frame this whole topic for me. And so I’ll just quote the one little blurb from it.
[00:06:19] And then we can jump into these 10 tips, Parkinson law law, the full quote, a longer version of the quote says work expands. So as to fill the time available for its completion, granted that work and especially paperwork is thus elastic in its demand on time. It is manifest that there need be little or no relationship between the work to be done and the size of the staff to which it may be assigned a lack of real activity does not result in.
[00:06:49] And that is super wise advice for us as e-commerce operators, a lack of activity does not result in leisure, lack of activity results in fidgets to feel time. And if that’s your personal behavior, that’s one thing. But if it’s your team’s behavior, it’s really, really damaging to your bottom line. And so that’s the quote, and that’s the idea behind this and sort of some of the thinking that goes into this list of 10 tips.
[00:07:15] Michael: I love that. I mean, I, I, about the same time as you, I suspect, I think I was rereading the actual print edition to the four hour work, which is dog-eared underlined highlighted. I mean, I guess I’ve read it less than you, maybe like five times, but, like quoted often, I think, whatever your misgivings about the idea of the title and anything you think about Tim Ferriss, I happen to be a fan, but, a lot of people aren’t, I think the wisdom is great.
[00:07:37] Here’s one interesting thoughts about the Parkinson’s law before. Down a rabbit hole, but it’s all related. You said your time is valuable. Your team’s time actually shows up as a physical, you know, cost. But either which way, the, one of the ideas that, Parkinson came up with is it just his positive behavior in the British civil service, which I think was his sort of dataset in the 1950s, that people would tend to hire two people.
[00:07:57] When they sort of moved up the rank in order to not be, you know, to have a bit of competition. So it basically was not just about time expanding, but it was also about staff expanding work. So I think as your organization grows, and if you’ve got a bigger team, that’s also something to really monitor.
[00:08:11] For example, one of the members of the mastermind we’ve got has 40 staff, one of whom does some stuff for social media. Now this is the owner and CEO, but he has no idea what this guy’s doing, that he’s employing. And I said, you might want to revisit whether you need to have this person and spend the money on something else, more effective.
[00:08:25] So very easy to do. But anyway, that’s just a side note, but so we’ve got your six ways of, of lowering time costs. Let’s get into that. What’s the first way to,
[00:08:34] Jason: well, let me just comment on your blur about Parkinson’s the other thing that was fascinating in this book. Just one little example is he looked at the period of the Navy between like nineteen hundred and nineteen twenty one or something like that.
[00:08:46] And the number of Navy people, the Navy Navy officers or whatever, or, or, or. What do you call Nate Navy people? That’s now personnel, the number declined in the number of boats declined, but the Admiralty like quadrupled, he said, how do you have the Admiral through quadruple? But the actual boats on the water and the number of people in them has declined radically.
[00:09:15] So this is an example. He likes to point out things like that in his book. So anyway, so just it’s fun, examples like that, that he points out that makes us all stop and think. Okay. So to the list, to the list, let’s do this. The first, tip here is cap your personal time involvement, with both a positive and a negative boundary.
[00:09:33] Now let me explain what a positive and negative boundary is. And Michael, you can maybe help me flush out this idea of, and examples of it, but a positive boundary would be, something where you have a positive pull of anticipation that pulls you out of your busy. You know, and a negative boundary would be a negative consequence or punishment.
[00:09:54] And as in essence, you’re getting leverage on yourself to say, I have to be outside my business for either a good reason or, or a punishment reason. And you do that trick to yourself to get yourself out of the business and you cap your time and you cap your time at whatever reasonable, total duration of time.
[00:10:11] It makes sense for you on a daily basis or weekly basis or whatever a positive boundary would be. For example, I positively slot in times for our charity that I run our charity and I don’t get paid by our charity it’s volunteer work. And so when I’m running my charity, I can’t be running my business.
[00:10:30] And that positive boundary is a constraint on my schedule and it’s literally on my calendar. And so that’s a positive boundary. A positive boundary might be Fridays. I always take Fridays. That’s my reward for a hard week’s work. That’s also negative boundary, I suppose, in a way, because on Thursday you’re saying I got to get all my work done.
[00:10:50] You know, I, if I don’t have my work done, whoever I was going to play around with on Friday and run around town with, or do you know, whatever my activities, I’m not gonna be able to do so that’s the idea of capping and creating boundaries, assess first thought. So any, any, input on that one?
[00:11:06] Michael: Yeah, it was really great.
[00:11:08] A couple of thoughts. I mean, first of all, I liked the fact that you can put it in positive and negative sentences, but, I suppose sort of end points not working Friday, so you’re not allowed to do that. And also positive reasons why. And I think, both are important and I like the way you put that.
[00:11:20] It’s not, not commonly put that way. In my experience, a couple of false James Schramko author of work less make more the book of that name and the person who mentioned EHR effective, hourly rates go surfing and limits yourself to 20 hours a week. It makes hundreds of thousands of dollars a year of personal income, which is a great example.
[00:11:36] Not in e-commerce. But he has e-commerce clients as his clients, I think. And then the other version is, is kind of negative, but makes the point that it’s hard to do this on your own. If you have a charity of people that are young, they have what 60 or so people working within your charts in one form or other, including volunteers, then you’ve got a lot of people that are depending on you to show up for that.
[00:11:53] So you have to get the other stuff done in my case, I’m ashamed. But you know, to admit that that my wife is the person who has more discipline than me on I’m not shaming, it’s just the fights. And she says, well, Mike is 11:00 PM. Shut the computer down. I’m very much an evening person, not a morning person.
[00:12:06] So. Long a work day, but, the other one is, she loves going on holiday and the things he works incredibly hard when she does work. And so again, that forces me to complete stuff. Normally, you know, some late nights before we go away, but it does guarantee that I will, you know, be forced to leave the computer and I need to be more responsible for engineering that situation myself, I think.
[00:12:24] And a lot of I’m not alone in that I think with my clients as well.
[00:12:27] Jason: So she’s a gift to you, man.
[00:12:29] Michael: She is totally a gift to me. I mean, she’s a very practical lady, incredibly hardworking, but also knows the value of stopping work and enjoying the time. And yeah, it’s, it’s a, a dose of common sense. And there is something about working for yourself, working from home.
[00:12:42] Even if you have an office you may well be forced to right as we’re recording this in U S or the UK because of COVID regulations. And, you know, if you’re working online, if you work for yourself, you work on, on, you know, or a small team. We are the boss of it. All of those tend to point towards work.
[00:12:56] And if you’re not careful that can lead to extremely ineffective outcomes of the work. And there are certain cultures, like I think the U S and the UK probably works amongst the worst for workers might just presenteeism. It’s the worst possible in Japan? I think from Japanese students, I’ve taught that incredibly like 12, 14 hour days.
[00:13:13] But the European, as in the continental Europeans are a bit better at setting boundaries. And actually the productivity metrics I see from those economies are better. There is something about even spending longer at work and making or outcomes worse?
[00:13:28] Jason: Yeah. It’s diminishing return. Yeah. Or negative return.
[00:13:32] Yeah, totally. Okay. So the second idea is to, is to cap your team time in the same manner. And this can be done in several ways. First I love Elon Musk’s quote that the best part is no part me too, which speaks to elegance of design and the best hire is no higher in your team. And so, you know, I mean, I think some of us can get our ego inflated when we have team size, you know, you know, kind of growth and all that.
[00:14:03] But the reality is the most efficient team is a smaller. Needed for completion of the work. And you know, we’ve shared examples of this in the podcast in the past, you know, I shared one example one time when we had two full-time employees and then they both, departed and we replaced them with four or five, very, very part-time team members.
[00:14:22] And the cost was reduced by two thirds and the team members that we did have, the five people did a great job and it was amazing. And, and that’s the team we struck we have now. So you, you know, sometimes it’s not about, total head count. It’s about how many people are doing micro jobs may be and how those stack differently than a full-time 40 hour work week person.
[00:14:42] And so, you know, that’s the reality for your team time, and this is always a question to ask yourself, do I have the right team on the field? And one of the business systems. You know, maybe from the nineties or whatever that I remember is called zero sum budgets was zero-based budgeting. Zero-based budgeting is where you literally say for your new upcoming year, let’s start with no presupposition of any budget for anything.
[00:15:10] Let zero it all out and ask ourselves the question. What do we need to run this business when you do that? It’s brutal because usually what we do in our minds is we say, well, all of the investments I currently have on the table, including staff and facility and vendors or whatever are, are just fixed expenses, but they’re not fixed expenses.
[00:15:29] They’re variable expense. Variable you, you know, you can, you can eliminate them, you know, from the system. And if that means staffing change or whatever, then that’s just the hard truth of re you know, running a business. And so I think that’s, you know, something to think through and really look at us and, you know, how do you cap your team time and think about what’s appropriate for execution?
[00:15:50] One of the numbers that I’ve always liked about businesses is how many dollars per employee are generated and the best businesses it’s in the millions. And. You know, so that’s just the reality and, you know, looking at it that way as sort of an interesting twist as well. So what are your thoughts on that one?
[00:16:07] Michael: Yeah, I really like it. I think one of the things that is a powerful use of time to your point of eliminating a so process, and I love that Elon Musk quote as well is to document not in an obsessive level, but to a level where you can get the overview of articulating and process. Like, I don’t know, creating a podcast or creating a new product line or launching a new product and you document it in sort of big picture, medium picture, with a view to.
[00:16:30] You know, then handing off to somebody, but just to review it and disco, what can we kick out of here? And one thing I would say is, is a question of how thoroughly you do things need to relate to it’s important, which sounds really obvious. But if you, for example, I was talking to a client the other day about the time management thing, I said, okay, look, what percentage of your revenue does your hero product?
[00:16:48] Out of, I think it was 17 product lines, account for, and I said, I bet it’s about 50%. And he said, yeah, it’s 52% or something. It was very, very close. I said, great. So don’t stress about the other stuff. Just focus on that. Now in that case, for example, you might want to break down it, you know, in great detail, how many people are assigned to it, what they do, et cetera.
[00:17:06] And then equally something that doesn’t contribute very much. You don’t put much time and attention even into the elimination piece. You’ve discovered it doesn’t matter that much. Which is really important and sort of helps that, I guess it’s the age 20 of the 80 20, like one product, one employee, one, anything we’ll often have such a disproportionate effect it’s really worth diving into.
[00:17:24] You know, that I’m looking for ways to eliminate things within the process and just let the other stuff happen for the moment. Yeah. Yeah.
[00:17:30] Jason: Now, as it relates to Elan, because we both, I think have a, you know, a healthy appreciation for what he’s accomplishing in the world, he’s a working maniac and works literally all the time.
[00:17:40] So I’m not sure he’s our guide for this topic in particular, but maybe that’s more about who he is in how he’s wired, but then again, I’m not trying to go to Mars.
[00:17:53] I mean, I think reality check, what are we trying to accomplish? Well, to be candid, for real my personal mission, I’m trying to fund my efforts to grow my chair. Through working in e-commerce. So all things being equal, it’s the charity, that’s the most important thing I invest my time in. I’m trying to make a living from e-commerce and do well by it so that I can grow the charity.
[00:18:13] And that’s very different than trying to say, we’re trying to get humanity to Mars.
[00:18:18] Michael: Well, I think actually Elon Musk and also Jeff Bezos are very similar examples in the broadest spectrum. Things in that, you know, Musk runs Tesla, but he’s really passionate about SpaceX and Jeff bays obviously doesn’t run anymore, but, but is the chairman and know biggest shareholder I suppose, of Amazon, but is really wanting to get too into space as well.
[00:18:37] So they both have the same passion as it happens, and they both really want to, you know, they, they both seem obsessed with space and somewhat interested in the other stuff. Yeah. So I think it’s actually a similar situation in some ways being on Musk probably is minimized managing his time. And certainly Jeff Bezos has to be managed as time.
[00:18:52] So these all got very little involvement in the third party and retail side of Amazon. And is obsessed with space and doing whatever else he wants to do with his time. So I think it’s actually quite similar that you, you and Elan you’re, you’re basically buddies from the way your approach, right?
[00:19:09] Number three
[00:19:09] Jason: on our list, eliminate your involvement in decisions. And this should actually be eliminate your involvement in work and decisions. And the reason is two fold. One, it takes your time and two, it slows down your team. So anytime your team has to come to you with a question or decision, it’s slowing them down.
[00:19:32] And so eliminating your involvement is the cornerstone of, you know, efficiency in the process. And the truth is if we have a business process to run our e-commerce companies, we should not be making arbitrary one-off decisions. To make that machine, you know, go if we are, we w you know, in something, something needs to be worked on in terms of the system.
[00:19:55] So eliminating your involvement in decisions, I think is a revolutionary idea for many people. And if made possible it will make your team highly efficient just by itself. And it’ll free up a lot of time. One of the greatest joys in running a team, and I’ve heard cinnamon say this before is to wake up in the morning and people have just done the stuff.
[00:20:17] The stuff has just done. She’s like, Hey, this stuff all got done. And there’s something really exciting about that and liberating about that. When you say to yourself that there’s a group doing the thing that I helped create and build, but I’m not the one who has to do the work fidget or make the decision related to it.
[00:20:34] And there’s real health and energy in that. And so that’s, I think a big goal maybe for 2022, for people listening could be, you know, eliminate yourself from the decision-making process to the greatest extent possible.
[00:20:47] Michael: Totally agree with that. And that, that reminds me of a quote from a coach of mine.
[00:20:51] I’ve had a Tucky Moore, a great, very irreverent Australia and he says, no work without framework. So to that point, I love your quote as well. We should not be making arbitrary decisions. I love that. You’re, you’re absolutely right. I mean, basically, if going to do something more than once with your business, rather, it’s going to do something more than once.
[00:21:06] You should have a framework for decision-making. And to the extent that you’ve got a clear framework, you can hand it off. And to the extent that you haven’t, it’s really hard to hand it off. I was going through my inbox and trying to triage my inbox with my, my virtual assistant. I said, look, this is going to be really hard to hand off because there are about a hundred different types of sub-tasks here.
[00:21:23] But what I’m going to suggest is a way forward is that you propose that you want to do something, check with me on slack and they’ll say yes or no for the stuff that hasn’t got an SOP attached, we’ve got about 10 types of emails that can be just handled with an SOP. Now. And, and that’s going to take more of my time while I train them up.
[00:21:39] I said to him that the clear goal within eight weeks or 12 weeks maybe is for you to just do two thirds of my inbox without reference to me. And it simply gets archived and I don’t see it and we’re on that path. And it’s a tricky one to outsource compared to a lot of e-commerce stuff. But it is really, really important to me because I just find that it sucks so much of my time and my energy.
[00:21:58] And, even though I try and be disciplined by hand my inbox, which is a different topic. But that’s an example of, of, where creating processes. Sometimes it’s messy. But at the end of it, you got that beautiful thing where you wake up and I see, I’m starting to see now that email’s been dealt with and they’ve sent me money for performing that task.
[00:22:14] And I haven’t done anything like perfect.
[00:22:16] Jason: That’s powerful, man. Yeah. I love that. Great suggestion. Step one, get a VA.
[00:22:22] Michael: Yeah. Yeah. It wouldn’t be more powerful if I could afford it to get a person assistant in the UK. I mean, to work in the same office time that the Philippines is full of some amazingly great people up for two, three, $4 an hour.
[00:22:34] The other thing I wanted to say about this decision-making thing is, is simply. Some decisions matter. So I’ve, that’s what I’ve tried to say. If there’s money involved, I may need to be more involved if there isn’t and I’m less interested in that brings me to the Jeff Bezos thing, which is really simple, but critical, which is differentiating between important decisions that have a big effect where you probably, most people don’t do enough analysis, versus unimportant ones where people tend to do too much analysis.
[00:22:56] We tend to treat all things equal, and that’s why an inbox is an awful work management system, because an email is a distinct thing and it looks like it’s at one thing, but actually one email might imply months of work because you were about to get fined by the IRS or something. And another email is just something you could just delete without a second thought.
[00:23:12] And it’s really critical to differentiate between important and unimportant
[00:23:15] Jason: decisions. Yeah. Parkinson in one of his second or third chapters talks about the law of the tree. Hmm. And how, what actually happens in a business is if you have all the time available to you and you don’t really need it, you major in the minors and you focus on the triviality.
[00:23:32] And he said in a lot of, in a lot of, business agendas, you can actually see the time is exactly disproportionate. So that the most trivial thing is got the most time invested into it. And the most important thing has the least time invested into it. And he calls it the law of triviality. And I think there’s something really wise there about that.
[00:23:55] Okay. So, eliminate your involvement in the decision. That was number four, I’m sorry. Number three. Number four is, focus on the system. And I know for a lot of us, we focus on growing. First first thing is sales and fair enough. You know, I mean, that can take you a couple of years just to sort out, how do you get sales at scale?
[00:24:15] But then the second thing is, profit and fair enough, second things profit. But the third thing after that is really what, like what else is there after, you know, profit is in a place that you’re happy with. It is about building a system that you extract yourself from. And that system is the solution to quote the old at and T commercial.
[00:24:33] The system is what you’re building. The system is what you’re working on the system is what’s sellable. The system is what makes your business different than just a work place for you to personally do fidgets. And we all know this. We know that we shouldn’t just be building ourselves a job. We should be building a company that runs itself.
[00:24:55] And so focusing on the system is the fourth big tip here.
[00:24:58] Michael: Yeah, I agree entirely. I think. Brian Haskell e-commerce without, so drive you crazy. And that’s why a lot of people are going a bit crazy and do 80 hour weeks. And you can get quite a long way if you just focus on Amazon in terms of your top line revenue, how legitimate and real that is, is another question.
[00:25:12] But you will, if you keep scaling up and like you’re driving a car in first gear, you get it to 18 miles an hour and you get that screaming noise, you know, you need to change gear. And that’s a hard thing to do when you’ve been doing one thing for three years, I think, sorry, for some reason my work comes to shutdown and I’m like, oh, there we go.
[00:25:27] I’m back. So, the other thing to say is. I think what you’re selling is the system, which is almost what you said, but I’m taking it a step further. You’re setting a system that will produce free cash flow. That’s really what I want. I don’t really want to, I find some types of assets more enjoyable than others.
[00:25:42] I don’t, for example, real estate. Some people are like real estate item personally care about it. For me, it’s a machine that produces cash. That’s why I want it. Not because I try and treat my tenants badly or anything like that. It’s providing a useful service. Yeah. And it’s the same with e-commerce. I mean, frankly, you know, some things interests me more than others, but that’s what it is.
[00:25:57] And, and I think if you haven’t created a system that produces, you know, consistent cash flow, then it’s just not sellable. And, to your point, if it requires a little more time, that’s almost more of a. Of a lack of system than it is a, the cord necessarily, or it’s, you know, it could be chicken and egg there, I guess.
[00:26:13] Jason: Yeah. And some of this, honestly, as we read through this list and I’m pointing all the fingers back at myself, some of this comes down to our own personal mindset. Do we operate in such a way that we focus on the framework and the system, or do we operate in such a way that we’re like a triage nurse and inbound drama is just coming at us.
[00:26:31] It’s inbound drama. I make money from inbound drama. That is not an e-commerce operation. You want to sell or run a, that’s not a good way to do your life unless you want to be a triage nurse, but then go do that.
[00:26:45] Wrapup: Hey folks. Thank you so much for listening to another episode of the e-commerce leader, a growing popularity show on calling app and on the podcast apps. I have to say we’re very happy about that. Today’s topic is a really simple, but very, very important one. Indeed. Reducing your time costs or seeing our time as having value and thus reducing the wastage of that.
[00:27:08] A fantastic thing to focus on. And particularly I think at this time of year, early in the year, if you’re listening to this early in 2022, when we’re recording it, because. Time spent on unnecessary activity is time that could be spent on really good activity instead. And by cutting things, cutting the unimportant, we make time for the important, and I think I’ve seen a lot of wins in my life and my clients’ lives when they implement those things.
[00:27:32] So we’ve got 10 tips. In fact, one bonus tip that we’re going over. So Parkinson law seems to be the main driver things work expands to fill the time available. So we’ve got to set some pretty strong deadlines. We talked about capping your personal time. Both Paul of anticipation and the fear of downsides or punishments capping your team’s time as well, eliminating your involvement decisions.
[00:27:54] That’s a huge one and really focusing on growing a system. So those are the main takeaways today for me. I would really urge you. This is very actionable episode that requires no money spent at all to implement. So I would go away. Really, really think through this stuff. How can you implement this in your business to make 2020 to your best year where you get more profits or more personal income for less of your time?
[00:28:17] That’s always a fantastic, fantastic aim in James Franco’s books, words. It’s always good to work less and make more. So that should be your aim. In my opinion, should be the aim for everyone. I’m certainly gonna end to do that. So I’m going to keep this quick to save your time and say, thank you so much for listening and look forward to speaking to you in.
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